First, identify and describe the four team classifications using a “level of res
ID: 453363 • Letter: F
Question
First, identify and describe the four team classifications using a “level of responsibility in setting procedures and developing objectives” classification strategy. Which of these team types (feel free to specify one type or more than
one type) do you believe may promote team members’ developing high levels of intrinsic motivation for their core team tasks and why? Second, identify and describe the four team classifications using a “nature of team interdependence” classification strategy. For which of these team types do you believe complementary fit between team members may be most beneficial and why? Additionally, for which of these team types do you believe supplementary fit between team members may be most beneficial and why?
Explanation / Answer
I would classify the 4 teams in the following manner.
SMAR-Specific, Measurable, Achievable and Relevant.
A) Which of these team types (feel free to specify one type or more than
one type) do you believe may promote team members’ developing high levels of intrinsic motivation for their core team tasks and why?
I would say all of them as they are all important and neccessary aspects to achieve and relate to their core team tasks and are very focused on achieving what has been asked or requested for.
B) Nature of team interdependance classifiaction Strategy
Specific: For the lecturer: Increase student satisfaction levels in the learning resources provided by the department. What kind of increase are you looking for – a small % increase or a large one. What learning resources are you referring to. For the administrator: Reduce the amount of time it takes to respond to academic departmental requests for information. What reduction are you aiming for. What do you mean by respond to. Do you really mean all academic departmental requests for information or a particular area.
Measurable: For both examples – what measures are you going to use. Clarification is needed for both. How will you know when the objective has been achieved? So for the lecturer the objective may now look something like the example below: Increase student satisfaction levels in the 201X student satisfaction survey by 25% in the learning resources provided for x course. For the administrator the objective may have changed slightly to look as follows: Ensure all academic departmental requests for information on x are dealt with within 3 working days by October 201X.
Achievable: This is where you need to consider the context, abilities etc of the individual that you are expecting to do this work. Is it something that they would be able to do. It may be that the individual would need support in the form of resources, training/ development etc in order to achieve the objective set (you would note these down in sections C & D of the SRDS form). It might be that the time frame that you place on the objective (which is currently missing from one of the examples) makes it less achievable so check this as well.
Relevant: Double check that the statement you are now crafting reflects both what is needed by the department and fits in with the expectations of the individual as described in their job summary/ job description.
I would say that the Specific team will be the complementary fit between team members, as they explain and point out everything related to the subject and doesn't divert from there.
I would say that the Achieve team will be the supplementary fit between team members, as they bound to achieve different results and evryone may have different supplements for different targets.
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